The Effect of Motivation, Compensation, and Perceived Organizational Support on Employee Performance of PT
Nusantara Undaan Jaya in Surabaya
Basyar Al Addar Narotama University [email protected]
Abstract
The aim of this paper is to explore the effect of motivation, compensation, and perceived organizational support on employee performance of PT Nusantara Undaan Jaya in Surabaya. This type of research is a casual analysis using a quantitative approach. Using saturated sampling which takes samples by including all members of the population, questionnaires developed by using the 5 Likert scales were distributed and filled out completely by 70 respondents. The analytical method adopted in this study is multiple linear regression which resulted that motivation, compensation, and perceived organizational support partially and simultaneously have a positive and significant effect on employee performance.
Keyword:
Compensation, Motivation, Perceived Organizational Support, Performance
1. Introduction
Human resources are different from money, machines, and materials which have positive properties and can easily be fully engineered to support the achievement of organizational goals. Human resources act as elements that act as the driving wheel of an organization, both companies, and institutions, and become an important foundation that is always required to continue to adapt. The management system so that human resources have good adaptability is a system where an organization is able to understand its human resources and shape them to develop. The development of human resources can create an advantage in business competition in line with the era that continues to move dynamically. Outstanding and developing human resources can be measured and demonstrated by an increase in the quality of performance and results.
The object of this research is PT Nusantara Undaan Jaya, which is located at Jalan Raya Mastrip No. 19, Karang pilang District, Surabaya City, East Java – 60223. The company is engaged in distributing liquefied petroleum gas (LPG). Founded in the 90s, PT Nusantara Undaan Jaya started their distribution business since the majority of people still use kerosene. The government began to implement the conversion (switch) of kerosene to LPG in 2007. As time goes by, LPG is getting more attention and being liked by the public because it is more efficient, cleaner, and has a faster heating rate when used compared to kerosene.
LPG then becomes the fuel used by the upper middle class. Like common businesses move, the company, which saw an opportunity as a distributor of kerosene, turned into an LPG distributor. In one day, PT Nusantara Undaan Jaya distributes an average of 600 LPG cylinders in various sizes. Apart from Surabaya, agents of PT Nusantara Undaan Jaya are spread in several areas such as Mojokerto, Gresik, Jombang, and Pasuruan to date.
Judging from its persistence and consistency in engaging in tsshe distribution business, of course, this company is quite shrewd in maintaining the performance of its driving element, which is none other than the human resources factor. But if we are going to talk about development, the stability of a business is not enough.
This is what actually happening in the corporate environment. The work system of employees is determined by their superiors, in other words, if the boss does not propose a revolution, then a business.
will be in the same flow so that later the emergence of the risk of degradation into an obsolete business model cannot be postponed anymore.
The lack of support from the company came as a common description that is often mentioned by some employees when they are asked about what is going on at their place of work. The need for training, an assistance, which are practically the essences in the orientation of a job, barely exists in the company. Familiar factors that follow are no other than the existence of motivation and compensation.
Performance is basically the perception that comes from human resources who understand that the work being done at this time must be better than before, and must be of higher quality in the future. Technology in the competitive era of the dynamic world of work is a factor that demands quality performance. In supporting the creation of quality performance, the main thing that can be done is to identify gaps in the system. Knowing and attempting to fix gaps in the system serves to maintain the viability and survival of an organization. The existence
of gaps in the system can be identified in several ways, including by using performance appraisal methods and interviews with human resources in the organization.
Performance can also be referred to as a successful implication of several factors such as motivation and compensation for a certain period of time. The amount of performance achieved in the form of quality and quantity is a reference that can be used as an indicator of the success of motivation, compensation, or other elements that support it. In a general concept, motivation is a factor that encourages the occurrence of an action.
Compensation contradictorily is an element that can be used as motivation. Motivation has a driving background that comes from the need for recognition, power, appreciation, and finance. The creation of motivation is due to the drive to meet needs. In the case of performance, motivation is thought to be an influencing factor.
Motivation directs, empowers, and selects behavior toward an anticipated goal state (Falko Rheinberg &
Regina Vollmeyer, 2018; Heckhausen & Heckhausen, 2018; McClelland, 1987). It can be articulated that motivation in all concepts involves humans wanting to get or avoid something. Usually, we want or fear something in our environment, although some desires are psychological, such as wanting to reduce anxiety. The roots of some of the values that cause these desires vary but there must be an internal locus in some form to motivate action, even when external conditions play a role. Consider an extreme case of situational influence: someone confronts us in the street with a gun and demands our money. This is obvious external coercion but normal people will give money because they want security. Of course, one can choose values beyond conformity but passively selected values can still take part in motivating some actions. Values differ in essence within and between individuals and related to this, devotion to particular values ranges along a continuum. (Motivation, as we all know and will note later, can be conscious and/or subconscious).
The quality of life of a company can be reflected in the quality of life of its human resources. Companies that have good output quality cannot be separated from good input quality. The input is the source of the output before it is processed. Thus, as the company's main input in delivering goods and services, human resources must be guaranteed with a good quality of life. In ensuring the quality of life for human resources, the company is obliged to provide allowances to human resources with appropriate rewards for employee contributions.
Appreciation for work is something important in the company. As human beings, employees have the necessities of life, both physically and spiritually. With rewards or honorariums provided by the company, employees can meet physical needs related to food, clothing, and housing, as well as mental needs such as motivation and a sense of worth.
These lead us to the purpose of this study, which is to explore in data-wise and enumerate how far the mentioned variables can affect each other. Which then will be calculated and examined using favorable formula.
2. Literature Review
2.1. MotivationMotivation in management aimed at human resources tends to be aimed at human resources at the lower level. Motivation discusses solutions in guiding the power and potential of subordinates and then directs them to be productive, work together and succeed in achieving predetermined goals. According to (Jackson & Mathis, 2006), motivation is a desire in someone that makes that person act. Quoting (Herzberg et al., 2017), there are 2 factors that influence one's work conditions, intrinsic and extrinsic motivation. Intrinsic motivation is the driving force that comes from within each individual. Extrinsic motivation is a driving force and comes from outside of a personal matter, a work organization for instance. According to the process theory, intrinsic motivation is an impulse from within the individual, then extrinsic motivation arises because of encouragement from external factors.
Quoting (Cushway & Lodge, 1995), which state that there are 2 factors that influence one's work conditions, such as a motivational factor which is referred to as satisfier or intrinsic motivation, and a health factor (hygienes) which is referred to as dissatisfier or extrinsic motivation. We can conclude that there are 2 factors that drive or motivate human resources, those are internal factors known as intrinsic motivation and external factors known as extrinsic motivation. Work motivation can be defined as an inner force that makes us work and wants to work harder to achieve personal or organizational goals (George & Jones, 2008).
2.2. Compensation
Compensation is something that is received by employees in the form of money, various types of services, and various other benefits provided by the organization (Smith & Burack, 1982). According to (Robbins, 1997), compensation is classified into two types: intrinsic rewards and extrinsic rewards. Compensation is all extrinsic rewards received by employees for their work, which consists of basic salary wages, incentives or bonuses, and other additional benefits (Byars & Leslie, 2000). The definition of compensation (Rothwell & Kazanas, 2003) defined as the feedback received by employees in monetary and non-monetary forms. Compensation is direct and indirect. Compensation such as salary received every month is direct compensation and compensation in forms other than money is indirect compensation.
According to (Dessler & Tan, 2009), the types of compensation are: first, direct cash payments in the form of salaries, wage incentives, commissions, and bonuses; second, indirect payments in the form of benefits such as insurance or guarantees, entertainment at company expense: third, non-financial awards that are not easy to measure such as unpredictable work environment, flexible working hours and prestigious office. The purpose of compensation practices is to support organizations to build and maintain a competent and loyal workforce at an affordable cost (Sims & Bias, 2019).
2.3. Perceived Organizational Support
In a theory stated by (Eisenberger, Huntington, Hutchison, & Sowa, 1986) it is explained that each human resource in this case believes that the company will provide reciprocity and prosperity in accordance with the work contribution given to the company. According to (Stephen P. Robbins & Timothy A. Judge, 2015), perceived organizational support is defined as a bar where individuals believe that the company values the contribution of human resources and cares about their wealth.
Perceptions of organizational support are assumed to be a form of human resource aspirations about the extent to which the company evaluates the contribution and takes a role in the prosperity of human resources based on employees' perceptions of how the company values employee performance and whether it is in sync with employees' socio-emotional needs (Rhoades & Eisenberger, 2002).
Human resources believe that their organization has played a cooperative role when the imposition of rewards is considered fairly, human resources can play an active role in decision making, and their supervision is seen as supportive (Stephen P. Robbins & Timothy A. Judge, 2015). Perceptions of organizational support in the form of global beliefs developed by human resources are connected to the extent to which the company oversees the contributions they have made and are concerned about the quality of its human resources (Wayne, Shore, &
Liden, 1997).
2.4. Performance
According to (Campbell, Mchenry, & Wise, 1990), performance is a behavioral activity or action relevant to organizational goals and which can be measured in relation to the level of contribution to these goals. This behavior can be distinguished from effectiveness, which is the impact of behavior on outcomes. Furthermore, he considers the performance of technical skills as the core of an individual's capability to perform a specific job.
When defining performance, one can consider several opinions that form the basis of the concept of performance (Motowidlo, Borman, & Schmit, 2009), which has the definition that performance is a behavioral construct.
Performance is a major thing apart from one of several prerequisites for developing a future career and success in the labor market. Even with possible exceptions, high performers have a higher probability of being promoted in an organization and in conventional practice have more efficient career opportunities than low performers (Van Scotter, Motowidlo, & Cross, 2000).
According to (Stephen P. Robbins & Timothy A. Judge, 2015), employee performance is an optimal achievement in accordance with the potential of employees who are always the attention of organizational leaders.
Employee performance forms a picture of the extent to which individual activity in carrying out work responsibilities and trying to achieve the goals that have been set.
2.5. Relationship Between Variables
Quoting (Davis & Newstrom, 1995), who formulated the definition of human performance as a combination of motivational factors (motivation) and capability (ability). Where motivation is a combination of attitude and situation. Then, the ability itself is a consolidation of insight (knowledge) and craftwork (skills).
The view (Moorhead & Griffin, 2013) considered that performance depends on three factors they are Ability (A), Environment (E), and Motivation (M) which can be expressed as follows: P = M + A + E. An ability which is the skill and capacity to be able to perform certain work activities can be obtained in case of deficiency, through training programs or transfer to simpler jobs. The environment, which refers to the material resources and physical equipment required to perform the work, can also be provided. Nevertheless, the motivation that makes an employee have a desire to do a job cannot be easily given or generalized. It takes extra effort on the part of managers to determine what will motivate employees to work hard enough to meet set performance levels.
Thus, motivation is important in an organization because motivation determines employee performance in relation to abilities and the environment (Moorhead & Griffin, 2013). In this case, we can assume there is a high probability that the extra effort in increasing the motivation of the employees mentioned is in the form of the existence of the compensation factor.
2.6. Frame Work
Figure 1. Frame Work 2.7. Hypothesis
Motivation in management aimed at human resources tends to be aimed at human resources at the lower level. Motivation discusses solutions in guiding the power and potential of subordinates and then directs them to be productive, work together and succeed in achieving predetermined goals. According to (Jackson & Mathis, 2006),motivation is a desire in someone that makes that person act. Quoting (Herzberg et al., 2017), there are 2 factors that influence one's work conditions, intrinsic and extrinsic motivation. Intrinsic motivation is the driving force that comes from within each individual. Extrinsic motivation is a driving force and comes from outside of a personal matter, a work organization for instance. According to the process theory, intrinsic motivation is an impulse from within the individual, then extrinsic motivation arises because of encouragement from external factors.
Quoting (Cushway & Lodge, 1999), which state that there are 2 factors that influence one's work conditions, such as a motivational factor which is referred to as satisfier or intrinsic motivation, and a health factor (hygienes) which is referred to as dissatisfier or extrinsic motivation. We can conclude that there are 2 factors that drive or motivate human resources, those are internal factors known as intrinsic motivation and external factors known as extrinsic motivation. Work motivation can be defined as an inner force that makes us work and wants to work harder to achieve personal or organizational goals (George & Jones, 2008).
a. H1: Motivation partially affects employee Performance of PT Nusantara Undaan Jaya in Surabaya
There are two basic philosophies underlying the provision of compensation to employees, specifically the philosophy of rights (entitlements) and the philosophy of performance (Jackson & Mathis, 2006). The entitlement philosophy assumes that individuals who have worked for many years will have an increasing imbalance with little consideration for performance. Based on the increase in the cost of living along with several other economic indicators. The performance-based pay philosophy stipulates that compensation varies from quality differences in employee performance. Employees who produce satisfactory performance will increase their level of compensation according to their extraordinary level of performance.
The purpose of compensation practices is to support organizations to build and maintain a competent and loyal workforce at an affordable cost (Sims & Bias, 2019).
b. H2: Compensation partially affects employee Performance of PT Nusantara Undaan Jaya in Surabaya
In a theory stated by (Eisenberger et al., 1986) it is explained that each human resource in this case believes that the company will provide reciprocity and prosperity in accordance with the work contribution given to the company.
Perceptions of organizational support in the form of global beliefs developed by human resources are connected to the extent to which the company oversees the contributions they have made and are concerned about the quality of its human resources (Wayne et al., 1997).
Perception of organizational support aims to form a vision of human resources that the company will provide a calculation of maximum effort for the goal. To the extent that the perception of support, the organization realizes their assumptions so that the realization of this will trigger positive emotional development towards the company.
c. H3: Perceived Organizational Support partially affects employee Performance of PT Nusantara Undaan Jaya in Surabaya
According to (Jackson & Mathis, 2006), the factors that can affect the individual performance of employees are as follows:
1. Ability, divided by the ability factor manifested through two characteristics, which are the employee's ability based on IQ and the employee's ability based on reality (education).
1) Motivation, the motivation factor is one of the important factors after the ability factor. Motivational factors can encourage individuals to do the desired work under the inspiration that the individual gets.
Motivation can provide energy to individuals to move and do a job and can be encouraged as an impetus for individuals to do the desired job following individual aspirations or desires.
2) Support received, the support factor from the company aimed at its human resources can increase employee confidence in doing work. Both moral support and material support can both foster motivation and performance in individual employees.
3) The existence of work that can be carried out, namely the existence of work that is per the expertise of the employee, which will improve employee performance. The existence of jobs that match the skills and skills of employees can have an impact on employees' perceptions that work is fun and satisfying.
4) Relationships in organizations where a fair relationship between subordinates and superiors is a factor that can improve employee performance. Employees feel recognized and encouraged a sense of responsibility for their work.
d. H4: Motivation, Compensation, and Perceived Organizational Support simultaneously affect employee Performance of PT Nusantara Undaan Jaya in Surabaya
3. Methods
The type of approach used in this research is a quantitative approach. According to (Saunders Mark, Lewis Philip, & Adrian Thornhill, 2019), quantitative research is a method for testing the relationship between variables, which is analyzed using graphic techniques and statistical ranges are measured numerical
This study uses primary data types, raw data obtained and collected directly from the company and then processed as research material for problem-solving. Quoting (Sekaran & Bougie, 2020), in which state that primary data is a type of data that focuses on information obtained from primary sources (first hand) through surveys, interviews, or observations.
This study uses all human resources who are employees of the main office which located in Surabaya with a population of 80 employees. The sampling method in this study uses the saturated sample or census method.
The sampling technique uses a saturated sample (Sugiyono, 2018), which is a sampling technique that involves all human resources in the population as a sample. The sample that will be used as respondents in this research is all employees of the company, as many as 80 employees.
In this study, a survey method will be used through questionnaires as the data collection instrument using the interval data type with a Likert scale measurement, which is a scale that is applied to measure the response value of research subjects in five to seven points using a similar interval scale. The Likert scale that will be used is the Likert scale with 5 (five) quality scores, those 5 scores are: strongly agree (5, SA), agree (4, A), quite agree (3, QA), disagree (2, D), strongly disagree (1, SD).
This study also 4uses two instrument quality tests, there are the test of validity and the test of reliability.
There are 2 data analysis techniques used in this paper, they are descriptive variable analysis and inferential analysis. The descriptive analysis includes a diagram of the mean, standard deviation, maximum and minimum points, as well as demographic statistics for all respondents (Sekaran & Bougie, 2020). Inferential statistics according to (Sugiyono, 2018), is defined as a statistical calculation technique used in analyzing sample data and then having the results applied to the population, which are including classic assumption test, multiple linear regression, t test (partial), f test (simultaneous), and coefficient of determination.
4. Results
4.1. Respondent Demographics
Of the 80 questionnaires that were distributed, a total of 73 or 91% of questionnaires returned but the questionnaires that were filled out completely and could be processed were 70 questionnaires or 88%. The number
of respondents accepted in this study consisted mostly of 60 respondents or 86% are males and 10 respondents or 14% are females.
These 70 respondents consist of 27% or 19 respondents who are 21-30 years old, 21% or 15 respondents who are 31-40 years old, 36% or 25 respondents who are 41-50 years old, and 16% or 11 respondents who are over 50 years old.
The education level of these 70 respondents varies from the highest of 92.9% or 65 respondents with a high school education or equivalent, 4.3% or 3 respondents with undergraduate education, 1.4% or 1 person with a D1 education, and 1.4% or 1 more person with D2 education.
4.2. Validity Test
Each variable used consists of 9 (nine) statement items and the results of the validity test on each of the statement items state that all of them are valid, this is because the resulting significance value is less than 5% and the entire coefficient values are greater than the R table.
Table 1 – Validity Test
Variable Indicator Correlation Sig. R table Information
X1.1 0.523 0.000 0.235 Valid
X1.2 0.592 0.000 0.235 Valid
X1.3 0.581 0.000 0.235 Valid
Motivation (X1) X1.4 0.805 0.000 0.235 Valid
X1.5 0.789 0.000 0.235 Valid
X1.6 0.846 0.000 0.235 Valid
X1.7 0.741 0.000 0.235 Valid
X1.8 0.773 0.000 0.235 Valid
X1.9 0.709 0.000 0.235 Valid
X2.1 0.798 0.000 0.235 Valid
X2.2 0.753 0.000 0.235 Valid
X2.3 0.575 0.000 0.235 Valid
Compensation (X2) X2.4 0.685 0.000 0.235 Valid
X2.5 0.733 0.000 0.235 Valid
X2.6 0.670 0.000 0.235 Valid
X2.7 0.773 0.000 0.235 Valid
X2.8 0.760 0.000 0.235 Valid
X2.9 0.723 0.000 0.235 Valid
X3.1 0.875 0.000 0.235 Valid
X3.2 0.624 0.000 0.235 Valid
X3.3 0.624 0.000 0.235 Valid
Perceived Organizational
Support (X3)
X3.4 0.801 0.000 0.235 Valid
X3.5 0.772 0.000 0.235 Valid
X3.6 0.659 0.000 0.235 Valid
X3.7 0.797 0.000 0.235 Valid
X3.8 0.789 0.000 0.235 Valid
X3.9 0.811 0.000 0.235 Valid
Y1 0.466 0.000 0.235 Valid
Y2 0.462 0.000 0.235 Valid
Y3 0.539 0.000 0.235 Valid
Performance (Y) Y4 0.548 0.000 0.235 Valid
Y5 0.558 0.000 0.235 Valid
Y6 0.622 0.000 0.235 Valid
Y7 0.536 0.000 0.235 Valid
Y8 0.560 0.000 0.235 Valid
Y9 0.580 0.000 0.235 Valid
4.3. Reliability Test
Based on the results, it can be concluded that the variables of motivation, compensation, perceived organizational support, and performance are reliable, this is because the entire value of Cronbach's Alpha generated are greater than 0,60.
Table 2 – Reliability Test
Variable Cronbach’s Alpha N of Items Information
Motivation (X1) 0.877 9 Reliable
Compensation (X2) 0.875 9 Reliable
Perceived Organizational Support (X3) 0.905 9 Reliable
Performance (Y) 0.925 9 Reliable
4.4. Normality Test
It is shown that the Kolmogorov-Smirnov produced is 1,070 with a significant level of 0,203 which is greater than 5% which means the residuals follow normal distribution so that the variables consist of motivation (X1), compensation (X2), perceived organizational support (X3) and performance (Y) have been normally distributed.
Table 3 – Normality Test
Kolmogorov-Smirnov Z Asymp. Sig. (2-tailed)
Residual 1.070 0.203
4.5. Multicollinearity Test
The VIF value obtained from the calculation results is less than 10. It can be concluded that there is no multicollinearity between the motivation, compensation, and perceived organizational support variables.
Table 4 – Multicollinearity Test
Independent Variable VIF Information
Motivation 1.076 No multicollinearity
Compensation 1.409 No multicollinearity
Perceived Organizational Support 1.345 No multicollinearity
4.6. Heteroscedasticity Test
According to the table, the significant level of each independent variable is greater than 5%. This means that between the variables of motivation, compensation, and perceived organizational support there is no heteroscedasticity.
Table 5 – Heteroscedasticity Test
Independent Variable Sig. Information
Motivation 0.853 No heteroscedasticity
Compensation 0.783 No heteroscedasticity
Perceived Organizational Support 0.611 No heteroscedasticity
4.7. Autocorrelation Test
The resulting Dw (Durbin-Watson) value of 1,723 is between dU (1,703) and 4-dU (2,297), it can be said that between residuals (interference error) there is no correlation or multiple linear regression equations used are free of autocorrelation.
Table 6 – Autocorrelation (Durbin-Watson) Test
Model R R Square
Durbin- Watson
1 .717a .513 1.723
4.8. T Test
The results of the linear regression test are shown in tabular form as follows:
Table 7 – Multiple Regression Analysis
Variable Coefficients t value Sig.
(Constant) -0.758
Motivation (X1) 0.540 4.019 0.000
Compensation (X2) 0.449 3.307 0.002
Perceived Organizational Support (X3) 0.350 2.838 0.006 F value = 23.211 (Sig. = 0.000)
R2 = 0.717
From this table, a formulation of multiple linear regression analysis can be made as follows:
Y = -0,758 + 0,540X1 + 0,449X2 + 0,350X3
The result from the equation can be interpreted that:
The constant value is -0,758, which means that if each independent variable which includes motivation, compensation, and perceived organizational support is constant or valued 0, then the amount of performance is -0,758 (decrease).
a. The regression coefficient of the motivation variable (X1) is 0,540 which means that each escalation (increased by 1), performance value increases by 0,540 with the provision of the rest of the independent variables X2 and X3 are constant or holding a fixed value.
b. The regression coefficient of the compensation variable (X2) is 0,449 which means that each escalation (increased by 1), performance value increases by 0,449 with the provision of the rest of the independent variables X1 and X3 are constant or holding a fixed value.
c. The regression coefficient of the perceived organizational support variable (X3) is 0,350 which means that each escalation (increased by 1), performance value increases by 0,350 with the provision of the rest of the independent variables X1 and X2 are constant or holding a fixed value.
4.9. F Test
The critical point is searched in the F distribution table with a significance level (α) = 5% or 0.05 and the formula (df) n-k-1, so that the value of df’s Ftable is obtained; k (66; 3), which is 2,74.
Table 8 – Analysis of Variance (ANOVA)
Model Sum of Squares df Mean Square F Sig.
1 Regression 14.313 3 4.771 23.211 .000a
Residual 13.566 66 .206
Total 27.879 69
The value of Fvalue (23,211) is greater than Ftable (2,74) with 0,000 significance level (sig. < 0.05), which means that the variables consist of motivation, compensation, and perceived organizational support simultaneously have a significant effect on performance.
5. Discussion
5.1. The Effect of Motivation on Performance
The calculation shows the results of tvalue (4,019) > ttable (1,997) with a significance of 0,000. Because tvalue
(4,019) is greater than ttable (1,997) with a significance level of 0,000 (sig. < 5%). This determines that partially, motivation (X1) has a positive and significant effect on performance (Y) means that H0 is rejected and H1 is accepted.
Motivation has a significant positive effect on performance, which means that any increase in the motivational input given can increase the output on performance. Because it is stated that it can improve performance, the first hypothesis (H1) is true.
5.2. The Effect of Compensation on Performance
The calculation shows the results of tvalue (3,307) > ttable (1,997) with a significance of 0,002. Because tvalue (3,307) is greater than ttable (1,997) with a significance level of 0,002 (sig. < 5%). This determines that partially,
compensation (X2) has a positive and significant effect on performance (Y) means that H0 is rejected and H1 is accepted.
Compensation has a significant positive effect on performance, which means that any increase in the compensation input given can increase the output on performance. Because it is stated that it can improve performance, the second hypothesis (H2) is true.
5.3. The Effect of Perceived Organizational Support on Performance
The calculation shows the results of tvalue (2,838) > ttable (1,997) with a significance of 0,006. Because tvalue (2,838) is greater than ttable (1,997) with a significance level of 0,006 (sig. < 5%). This determines that partially, perceived organizational support (X3) has a positive and significant effect on performance (Y) means that H0 is rejected and H1 is accepted.
Perceived organizational support has a significant positive effect on performance, which means that every time a positive perception of organizational support is built can increase the output on performance. Because it is stated that it can improve performance, the third hypothesis (H3) is true.
5.4. The Effect of Motivation, Compensation, and Perceived Organizational Support on Performance
The F test of this study has resulted that the Fvalue (23,211) is greater than Ftable (2,74) with a significance level of 0,000 (sig. < 5%), which means that the variables consist of motivation, compensation, and perceived organizational support simultaneously have a positive and significant effect on performance. This means that the fourth hypothesis (H4) is true and that concludes the multiple linear regression model tested is the appropriate model to determine the effect of motivation, compensation, and perceived support on performance.
6. Conclusion
a. Motivation has a significant positive effect on performance, which means that any increase in the motivational input given can increase the output on performance.
b. Compensation has a significant positive effect on performance, which means that any increase in the compensation input given can increase the output on performance.
c. Perceived organizational support has a significant positive effect on performance, which means that every time a positive perception of organizational support is built can increase the output on performance.
d. Motivation, compensation, and perceived organizational support simultaneously have a positive and significant effect on performance. The multiple linear regression model tested is the appropriate model to determine the effect of motivation, compensation, and perceived support on performance.
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Basyar Al Addar, born on August 15th, 1997 in Surabaya, Indonesia; currently pursuing a bachelor degree of Human Resource Management at Narotama University, Surabaya, Indonesia
